Pisa Ideas Factory: Evaluation, Planing & Scoringcoherencepisa.df.unipi.it/docs/lectures/LEISCHING def Pisa_1809201… · Matching ideas and groups: 10x3 pre-assigned teams Tuesday

Scientific DL OEM DLTOPTICA Ultrafast THz

Pisa Ideas Factory: Evaluation, Planing & Scoring

ITN Coherence Workshop in Pisa

17.9.- 20.9.2012

Dr. Patrick Leisching, VP R&D, TOPTICA Photonics AG

V 5.1 Sept. 2011


Personal history:

1992: TU München, Physics, Diploma thesis: Ti:Sapphire laser & bulk GaAs

92-95: RTWH Aachen, Electronical Engineering, PhD: Bloch Oszillations in GaAs/AlGaAs Superlattices (Excitons, Biexcitons)

96-97: Ecole Polytechnique Paris, AvH Feodor-Lynen Fellow: Spin dynamics in CdMnTe quantum wells

1998: Max-Born-Institut in Berlin, ramp-up of fiber optic laboratory: Er:fiber laser and Faraday rotation in HeMnTe

99-09: SIEMENS & Nokia Siemens Networks: Researcher, project leader, head of R&D department, portfolio manager, VP product management

2010-: TOPTICA: VP R&D


TOPTICA: Key Figures

Key Figures 2012:

Employees: 130Sales: 24 Mio €

Founded: 1998

Locations: Gräfelfing (Munich)Victor (NY/USA)

Technology:

Diode Laser Systems 205 – 2880 nm & 0 – 2 THz

Ultrafast Fiber Lasers 485 – 2200 nm


Ideas Factory Agenda:Monday lecture: Introduction Idea Factory� What is the point� Generation of ideas� Matching ideas and groups: 10x3 pre-assigned teams

Tuesday lecture: Idea „process“ @ industry� Pre-reading of „module 4“ and BC required� 60 min presentation� 30 min walk through: „idea conversion status“, grant or business plan

Wednesday: SWOT poster or idea presentations� SWOT poster session or e.g. 10x8+4 min presentation (6 slides max.)� Evening: Fine tuning of presentation

Thursday: Idea presentation, scoring & feed-back� 10 min presentation or extended feed-back per idea� Scoring and hand-over of price


Tuesday agenda:

� Industrial „Gold standard“ for Idea Factory� Ideas @ industry processes� Rating and selection of ideas� What ideas did TOPTICA select?� Technical planning� Business case planning� Conclusion� Group work: Which ideas shall be analyzed


Gold standard for Idea Factory 1960-1990: Bell Labs

Transistor

Radar & Maser

Fiber optics

Solar cell

Digital & Mobile communication


Lesson learnt from Gold Standard:

Industry innovation at ATT: Leap Frog� Technology push as market does not yet exist� Requires 10 years research, development & manufacturing� Constant cash-flow, monopoly works best (today: Google)� Teams driven by curiousity, knowledge, 20% freedomCA venture capitalist innovation : Incremental� Technology push or market pull� Requires pre-existing IP, max. 3 years to product� Venture capital €� Teams driven by making money


TOPTICA: Latest Product (Idea) Releases

BlueMode & CHARM

THz imaging (Synview)

Rubidium-MOT

FemtoFErb (1560 / 780 nm)

iBeam smart PT iChrome MLE FemtoFiber UCP (< 25 fs)

TeraBeam + Antennae (1550 nm)

589 nm (2 W / 20 W)

WS6 – 200 IR3

pro – all wavelengths up to 2W

COOLAC Technology


Ideas are part of „Innovation Management“:

http://www.creative-trainer.eu/fileadmin/template/download/module_idea_evaluation_final.pdf


Ideas will trigger R&D developments @ SME:

Idea



More complex idea evaluation process at SAP:



Final motivation : Ideas shall generate profit !

Return-Of-Invest = 0

Net PresentValue



Mapping of ideas to markets and products:

� Analyse your idea: how-to-compete in a niche market and a massmarket may be completely different

� The simplest business ideas are Box 1 and the trickiest are likely to bein Box 4.

� Rule#1: Invest in fast growing markets, i.e., markest which grow fasterthan world wide GDP (gross domestic product)

� Rule#2: Concentrate rather on 2&3, 1 is evolution only, 4 is verychallenging, you need to shape the market on your own like Steven Jobs

Existing Products New ProductsExisting Markets 1 2New Markets 3 4


Defend your „star“ over the „cash cow “:

� Established businessesare cash cows, Return-of-Invest (ROI) is ca. 1 year

� Your idea is a „star“, ROI can be 3-5 years

� In an ideal environement, „Dogs“ will get no funding, „Question Marks“ may getsome

� „Star“ vs. „Star“ isdependent on companystrategy

http://en.wikipedia.org/wiki/Growth-share_matrix


Typical distribution of high -tech product costs:

Customer price > 2x bill-of-material (BOM)� Bill-of-Material 1 � Cost-of-Goods-Sold: +10-50%� Administration&Sales overhead: +10-20%� OPEX=R&D cost recovery: +20-30%

Typical high-tech COGS to revenue factors:- Apple & Microsoft 10- ATT until 1984 5- Cisco 3- Laser industry is around 2- Telco industry is today 1.3


Technical & market planning :

� Go stepwise: all 3 months a technology/market/financial milestone� Show early prototypes to potential customers� R&D planning: milestones every month (MS Project) show critical path/risks� No best case or worst case planning in time and resources� Do top-down and bottom-up planning !� The total cost for an equipped PhD is 1/10/100k€ a day/month/year

Example: funding agreed at time=T0- T0+3 months: Team in place- T0+6 months: Discussions with min. 2 pilot customers- T0+9 months: Technical proof of principle- T0+12 months: First prototype @ trade fair- T0+15 months: First prototypes at two customers- T0+18 months: Order intake of min. two units- T0+21 months: First beta-unit deployment- T0+24 months: Pre-serial production ready for deployment- T0+36 months: Operationally profitable- T0+48 months: ROI = 0


Important parts of the business case:

� Market: Shows how big the cake is and how good youperform compared to your competitors

� Statement of Operations: Shows revenues, gross-marginand operational cost, are you profitable ?

� Accumulated profit and Cash Flow : Shows what happensto your cash position and accumulated profit over time

Rating typical via Net Present Value after 3-5 years:ΣProfit/ΣInvest (year of investment)


Template business case:

Overview Business Case

-1000

0

1000

2000

3000

4000

5000

6000

k€

Years

k€

Revenue

Profit

Cumulated Profit

Cash Flow

� Input: Market, revenue, gross-margin, operational expenses� Output: Profit & Cash, cumulated profit (=NPV) as key number


SWOT template for Wednesday afternoon poster session:


Template for the grant proposal presentation :

� Cover page: Identifies your research project& list of participants

� Table of contents: Organizes information for the reader

� Project decription: Overal strategy and general descriptionConcepts and objectives

� Scient./Techn. Quality: Advances over state-of-the artContribution to S/T progress

� Implementation: Workplan with deliverables and milestonesOveral budget breakdown for the project

� Impact: Performance/research indicators


Scoring criteria for scientific grant proposals:


Template for the business plan presentation :

� Cover page: Identifies your idea/business& lists participants

� Table of contents: Organizes information for the reader

� Executive summary: “Big picture” & strategic view of the plan highlighting factors that will lead to success

� Innovation quality: Evolution, revolution, leap-frogIP in place?

� Execution plan: i) Marketing and R&D milestonesii) R&D cost, iii) main risks

� Business case: Illustrates how the business will performfinancially based on the plan’s assumptions


Scoring criteria for business plan presentations

Rating of parameters from 1-5, 5 is best:

� Innovation quality: Do you have a great protected idea?

� Execution plan: Do I trust in your plan?

� Business case: Do I get my money back after 3-5 years?

Scoring is average over all, here: Equally weighted(Weighting depends on: Venture capitalist, McKinsey, small/big company..)

Hint#1: Exceed your presentation time and I will not trust to your execution plan

Hint#2: There are prices for the best three teams, in case we have a great business plan or grant proposal TOPTICA will be delighted to back up the implementation


Wednesday afternoon :

� SWOT analysis and/or small group presentation� Evening: Fine tuning of presentation


Thursday morning :

� 10+5 min presentation for each proposal(Cover, content + max. of 5 add. slides)

� Scoring and feed-back� Prize ceremony


Conclusion :

Idea generation:� Go for curiosity & critical mass� Analyse critically via SWOT or other means

Idea handling in industrial / scientific environment:� Check IP & Market / state-of-the art� Excellent business plan / grant proposal� Leap frog and incremental, both is fun but time scale different

Idea scoring:The relative weighting may differ, but in all cases it‘s about:� Outstanding scientific or innovation quality� Convincing implementation or execution plan� Significant impact in science/society or return of financial investment


Schedule of training :

Discussion

Presentationsstart 0900:- 6x15 min- coffee- 4x15 min- short break1215: Awardceremony


Quality Policy dedicated to industrial customers� Quality management system

certified to ISO 9001 since 2005

� Products follow EU and US standards:

� (electromagnetic conformity, low voltage directive)

− IEC 60825-1 (laser safety)

− EN 61010-1 (laboratory equipment)

− EN 61326-1 (EMC)

� CDRH� RoHS, REACh, WEEE

(hazardous substances and electronic waste)


TOPTICA: Technologies vs. Markets

Tunable Diode Lasers� Tunable DL� High Power DL� NLO DL� Photonicals

� Atomic Physics� Laser Cooling� cw Terahertz� Spectroscopy� Interferometry

OEM Diode Laser� Single mode� Single frequency� Multi-color

� Biophotonics� Semicon� Microscopy� Mastering� CtP Printing

Terahertz� 2-color cw� Femtosecond� Electronic emitters� Antenna modules� Spectroscopy Kits

� THz Spectroscopy(frequency-domain,time-domain)

� THz Imaging

Ultrafast Fiber Laser� Picosecond� Femtosecond� Erbium-based� Ytterbium-based� Supercontinuum /

discrete WL

� Microscopy� Metrology� Seeder for HP� Spectroscopy� Pulsed Terahertz

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